ITIL Flashcards
define service
A means of enabling value co-creation by
facilitating outcomes that customers want
to achieve, without the customer having to
manage specific costs and risks.
define utility
The functionality offered by a product or
service to meet a particular need..
define warranty
Assurance that a product or service will
meet agreed requirements.
define customer
The role that defines the requirements for
a service and takes responsibility for the
outcomes of service consumption.
define user
The role that uses services
define service management
A set of specialized organizational capabilities
for enabling value for customers in the form of
services
define sponsor
The role that authorizes budget for service
consumption. Can also be used to describe
an organization or individual that provides
financial or other support for an initiative.
define IT asset
Any financially valuable component that can
contribute to the delivery of an IT product or
service.
define event
Any change of state that has significance for the
management of a service or other configuration
item.
define configuration item (CI)
Any component that needs to be managed in
order to deliver an IT service
define change
The addition, modification, or removal of
anything that could have a direct or indirect
effect on services
define incident
An unplanned interruption to a service or
reduction in the quality of a service.
define problem
A cause, or potential cause, of one or more
incidents.
define known error
A problem that has been analysed but has not
been resolved
describe cost
The amount of money spent on a specific activity or resource.
describe value
The perceived benefits, usefulness, and importance of something.
describe organization
A person or a group of people that has its own functions with responsibilities,
authorities, and relationships to achieve its objectives
describe outcome
A result for a stakeholder enabled by one or more outputs.
describe output
A tangible or intangible deliverable of an activity.
describe risk
A possible event that could cause harm or loss, or make it more difficult to achieve
objectives. Can also be defined as uncertainty of outcome, and can be used in the context of
measuring the probability of positive outcomes as well as negative outcomes
describe utility
The functionality offered by a product or service to meet a particular need.
describe warranty
Assurance that a product or service will meet agreed requirements.
describe the nature, use and interaction of the guiding principles
The ITIL guiding principles are recommendations that can guide an organization in all circumstances,
regardless of changes in its goals, strategies, type of work, or management structure
explain the guiding principle Focus on Value
Everything that the organization does needs to map, directly or indirectly,
to value for the stakeholders. The focus on value principle encompasses many perspectives,
including the experience of customers and users
explain the guiding principle Start where you are
Do not start from scratch and build something new without
considering what is already available to be leveraged. There is likely to be a great deal in the
current services, processes, programmes, projects, and people that can be used to create the
desired outcome. The current state should be investigated and observed directly to make sure
it is fully understood
explain the guiding principle Progress iteratively with feedback
Do not attempt to do everything at once. Even huge
initiatives must be accomplished iteratively. By organizing work into smaller, manageable
sections that can be executed and completed in a timely manner, it is easier to maintain a
sharper focus on each effort. Using feedback before, throughout, and after each iteration will
ensure that actions are focused and appropriate, even if circumstances change.
explain the guiding principle Collaborate and promote visibility
Working together across boundaries produces results
that have greater buy-in, more relevance to objectives, and increased likelihood of long-term success. Achieving objectives requires information, understanding, and trust. Work and
consequences should be made visible, hidden agenda avoided, and information shared to the
greatest degree possible
explain Think and Work holistically
No service, or element used to provide a service, stands
alone. The outcomes achieved by the service provider and service consumer will suffer unless
the organization works on the service as a whole, not just on its parts. Results are delivered
to internal and external customers through the effective and efficient management and
dynamic integration of information, technology, organization, people, practices, partners, and
agreements, which should all be coordinated to provide a defined value.
explain Keep it simple and practical
If a process, service, action, or metric fails to provide value or
produce a useful outcome, eliminate it. In a process or procedure, use the minimum number
of steps necessary to accomplish the objective(s). Always use outcome-based thinking to
produce practical solutions that deliver results
explain Optimize and automate
Resources of all types, particularly HR, should be used to their
best effect. Eliminate anything that is truly wasteful and use technology to achieve whatever it
is capable of. Human intervention should only happen where it really contributes value
describe Organizations and people
This dimension ensures that the way an organization is structured
and managed, as well as its roles, responsibilities, and systems of authority and communication,
is well defined and supports its overall strategy and operating model.
describe Information and technology
This dimension includes the information and knowledge used
to deliver services, and the information and technologies used to manage all aspects of the
service value system
describe Partners and suppliers
This dimension encompasses the relationships an organization has
with other organizations that are involved in the design, development, deployment, delivery,
support, and/or continual improvement of services. It also incorporates contracts and other
agreements between the organization and its partners or suppliers
describe Value streams and processes
This dimension defines the activities, workflows, controls, and
procedures needed to achieve the agreed objectives
describe the ITIL service value system
The ITIL SVS describes how all the components and activities of the organization work together as
a system to enable value creation. Each organization’s SVS has interfaces with other organizations,
forming an ecosystem that can in turn facilitate value for those organizations, their customers, and
other stakeholders.
describe plan
The purpose of the plan value chain activity is to ensure a shared understanding of the
vision, current status, and improvement direction for all four dimensions and all products and
services across an organization
describe Improve
The purpose of the improve value chain activity is to ensure continual improvement
of products, services, and practices across all value chain activities and the four dimensions of
service management
describe Engage
The purpose of the engage value chain activity is to provide a good understanding
of stakeholder needs, transparency, continual engagement, and good relationships with all
stakeholders
describe Design and Transition
The purpose of the design & transition value chain activity is to ensure
products and services continually meet stakeholder expectations for quality, costs, and time to
market
describe Obtain/Build
The purpose of the obtain/build value chain activity is to ensure that service
components are available when and where they are needed, and that they meet agreed
specifications
describe deliver and support
The purpose of the deliver and support value chain activity is to ensure
that services are delivered and supported according to agreed specifications and stakeholder’s
expectations
recall information security management
The purpose of this practice is to protect the
information needed by the organization to conduct its business. This includes understanding
and managing risks to the confidentiality, integrity, and availability of information, as well as other
aspects of information security such as authentication (ensuring someone is who they claim to
be) and non-repudiation (ensuring that someone can’t deny that they took an action). Security
objectives include:
* Confidentiality: A security objective that ensures information is not made available or
disclosed to unauthorized entities.
* Integrity: A security objective that ensures information is only modified by authorized
personnel and activities.
* Availability: A security objective that ensures information is always accessible to authorized
personnel whenever required
recall relationship management
The purpose of this practice is to establish and nurture the links
between the organization and its stakeholders at strategic and tactical levels. It includes the
identification, analysis, monitoring, and continual improvement of relationships with and between
stakeholders.
recall supplier management
The purpose of this practice is to ensure that the organization’s
suppliers and their performances are managed appropriately to support the seamless provision
of quality products and services. This includes creating closer, more collaborative relationships
with key suppliers to uncover and realize new value and reduce the risk of failure. Key terms
include: Sourcing: The activity of planning and obtaining resources from a particular source type,
which could be internal or external, centralized or distributed, and open or proprietary.
recall IT asset management
The purpose of this practice is to plan and manage the full life cycle
of all IT assets, to help the organization maximize value; control costs; manage risks; support
decision-making about purchase, re-use, and retirement of assets; and meet regulatory and
contractual requirements. Key terms include:
* IT asset: Any financially valuable component that can contribute to the delivery of an IT product or service.
recall monitoring and event management
The purpose of this practice is to systematically
observe services and service components, and record and report selected changes of state
identified as events. This practice identifies and prioritizes infrastructure, services, business
processes, and information security events, and establishes the appropriate response to those
events, including responding to conditions that could lead to potential faults or incidents. Key
terms include: The purpose of this practice is to make new and changed services and features
available for use.
* Monitoring: The repeated observation of a system, practice, process, service, or other entity
to detect events and ensure that the current status is known.
* Event: Any change of state that has significance for the management of a service or other
configuration item. The three event types are:
i. Informational events, which do not require action at the time they are identified, but
analysing the data gathered from them at a later date may uncover desirable, proactive
steps that can be beneficial to the service.
ii. Warning events, which allow action to be taken before any negative impact is actually
experienced by the business.
iii. Exception events, which indicate that a breach to an established norm has been
identified, and require action, even though business impact may not yet have been
experienced.
* Event management: Recording and managing those monitored changes of state that are
defined by the organization as an event, determining their significance, and identifying and
initiating the correct control action to manage them
recall release management
The purpose of this practice is to make new and changed services and
features available for use.
recall service configuration management
The purpose of this practice is to ensure that accurate
and reliable information about the configuration of services, and the configuration items (CIs)
that support them, is available when and where it is needed. This includes information on how
CIs are configured and the relationships between them. Key terms include:
* Configuration item (CI): Any component that needs to be managed in order to deliver an IT
service
recall deployment management
The purpose of this practice is to move new or changed
hardware, software, documentation, processes, or any other component to live environments. It
may also be involved in deploying components to other environments for testing or staging.
recall continual improvement
The purpose of this practice is to align the organization’s practices
and services with changing business needs through the ongoing improvement of products,
services, and practices, or any element involved in the management of products and services.
Key terms include:
* The continual improvement model: A structured approach to implementing improvements. Use of the model increases the likelihood that ITSM initiatives will be successful, puts a
strong focus on customer value, and ensures that improvement efforts can be linked back to
the organization’s vision. The model supports an iterative approach to improvement, dividing work into manageable pieces with separate goals that can be achieved incrementally.
* Continual improvement register (CIR): database or structured document to track and
manage improvement ideas from identification through to final action
recall change enablement
The purpose of this practice is to maximize the number of successful
service and product changes by ensuring that risks have been properly assessed, authorizing
changes to proceed, and managing the change schedule. Key terms include:
* Change: The addition, modification, or removal of anything that could have a direct or indirect
effect on services.
* Request for change (RFC): A description of a proposed change used to initiate change
enablement.
* Change authority: A person or group responsible for authorizing a change.
* Standard change: A low-risk, pre-authorized change that is well understood and fully
documented, and which can be implemented without needing additional authorization.
* Normal change: A change that must be scheduled, assessed, and authorized following a
process.
* Emergency change: A change that must be introduced as soon as possible.
* Change schedule: A calendar that shows planned and historical changes.
* Change model: A repeatable approach to the management of a particular type of
change.
* Post-implementation review (PIR): A review after the implementation of a change, to evaluate success and identify opportunities for improvement
recall incident management
The purpose of this practice is to minimize the negative impact of
incidents by restoring normal service operation as quickly as possible. Key terms include Incident: An unplanned interruption to a service or reduction in the quality of a service.
* Major incident: An incident with significant business impact, requiring an immediate
coordinated resolution.
* Swarming: A technique to help manage incidents, which involves many different stakeholders
working together initially, until it becomes clear which of them is best placed to continue and
which can move on to other tasks
recall problem management
The purpose of this practice is to reduce the likelihood and impact of
incidents by identifying actual and potential causes of incidents, and managing workarounds and
known errors.
* Problem: A cause, or potential cause, of one or more incidents.
* Known error: A problem that has been analyzed but has not been resolved.
* Workaround: A solution that reduces or eliminates the impact of an incident or problem for
which a full resolution is not yet available. Some workarounds reduce the likelihood of incidents.
* Problem identification: Activities that identify and log problems. These include performing
trend analysis of incident records; detection of duplicate and recurring issues by users, service
desk, and technical support staff; during major incident management, identifying a risk that an
incident could recur; analysing information received from suppliers and partners; and analysing information received from internal software developers, test teams, and project teams.
* Problem control: Problem control activities include problem analysis, and documenting
workarounds and known errors.
* Error control: manage known errors, which are problems where initial analysis has been
completed; it usually means that faulty components have been identified. Error control also
includes identification of potential permanent solutions which may result in a change request
for implementation of a solution, but only if this can be justified in terms of cost, risks, and
benefits
recall service request management
The purpose of this practice is to support the agreed quality
of a service by handling all pre-defined, user-initiated service requests in an effective and userfriendly manner.
* Service request: A request from a user or a user’s authorized representative that initiates a
service action which has been agreed as a normal part of service delivery.
recall service desk
The purpose of this practice is to capture demand for incident resolution
and service requests. It should also be the entry point and single point of contact for the
service provider with all of its users.
recall escalation
The act of sharing awareness or transferring ownership of an issue or work item.
recall service level management
Service level management: The purpose of this practice is to set clear business-based targets for service levels, and to ensure that delivery of services is properly assessed, monitored,
and managed against these targets.
Service level: One or more metrics that define expected or achieved service quality.
Metric: A measurement or calculation that is monitored or reported for management and
improvement.
Service level agreement (SLA): A documented agreement between a service provider and
a customer that identifies both services required and the expected level of service.
recall watermelon effect
Like a watermelon the SLA may appear green on the outside but is actually red inside. For instance, a system may have been unavailable for an amount of time that
is acceptable according to the SLA, but if the unavailability occurred when there was an important process happening, customer/user satisfaction will be low, even though the SLA was
recall IT asset
Any financially valuable component that can contribute to the delivery of an IT product or service.
recall event
Any change of state that has significance for the management of a service or other
configuration item. The three event types are:
i. Informational events, which do not require action at the time they are identified, but
analysing the data gathered from them at a later date may uncover desirable, proactive
steps that can be beneficial to the service.
ii. Warning events, which allow action to be taken before any negative impact is actually
experienced by the business.
iii. Exception events, which indicate that a breach to an established norm has been
identified, and require action, even though business impact may not yet have been
experienced.
recall configuration item
Any component that needs to be managed in order to deliver an IT
service
recall change
The addition, modification, or removal of anything that could have a direct or indirect
effect on services.
recall incident
An unplanned interruption to a service or reduction in the quality of a service.
recall problem
A cause, or potential cause, of one or more incidents
recall known error
A problem that has been analyzed but has not been resolved
